WorkLab Network Blog

Loyalty. We hear the word often, particularly in the context of brand loyalty. Airlines have mileage programs for frequent fliers, stores have member discounts for frequent buyers. Companies are trying hard to attract and maintain loyal customers.

In 2016, the number of women applying for jobs at Australian-based software company Atlassian stood at zero. Atlassian’s head of Diversity and Inclusion, Aubrey Blanche, knew that something had to change. Blanche, and others in D&I roles, know that there is two-way value in developing a diverse workforce. Research shows that gender diversity improves corporate performance as it creates opportunities for women, who are underrepresented in the tech industry.

That was the heading on the flyer in the employee break room at the restaurant chain where Emilia was hired a year ago. She has worked the drive-through window and rotated through all the food preparation stations. Today, though, she’s taking on a new role and it’s both exciting and a little nerve wracking. Emilia’s new name tag says “supervisor.”

It’s the holidays again! That time of year when we eat, drink, and make merry with friends and family, with home cooked meals and exchanges of gifts. At least, that's the image in our heads—but for low wage workers, this time of the year is not just parties and presents. It can be a stressful time.

From the cashier at the checkout of Target to the home health aid checking in on a patient after surgery, frontline workers are the face of many organizations from retail to healthcare to food service. In the best cases, when frontline workers are engaged, supported with the tools they need to be successful, and well-trained, they are invaluable ambassadors. They can create strong bonds with customers, predict issues that could affect the customer experience, and provide value in a wide variety of ways. Unfortunately, many frontline workers are not so engaged – an issue that often has its roots in poor management.

When the competition for talent is fierce and monopolizes headlines in business publications, it sends a signal to employers to think through current workplace policies and practices to ensure they are competitive—that they are attracting the talent that best aligns with their workforce needs.

The 2016 election led many of us to consider the challenges facing working class people in America, and the ways that they are being left behind in a growing economy. Aiming to find answers to some of these difficult questions, Opportunity America, the American Enterprise Institute, and the Brookings Institution convened a bipartisan working group of scholars and policy experts.

You went to a conference and spent two days being inspired by your peers and thought leaders in the field. You heard about hundreds of new ideas from flexible work arrangements to innovative diversity and inclusion strategies. Every session was interesting and thought provoking, and you returned to your desk energized and engaged. Of all the new information you heard, one idea stuck out, and you’re certain it would be a great benefit for employees and your organization.

It seems like every week brings us a new type of benefit, from ping pong tables to pet insurance. While these perks look great on the website, where do they fit in the context of the bottom line, and what do they really mean to workers? As the labor market gets tighter, benefits are often seen as differentiators in attracting and retaining talent. But when it comes to measuring value, things can get tricky.